Big Gaps | From ‘Vision 2030’ to ‘5-in-4’ to ‘ASPIRE’

Jamaica’s economic future is once again in the spotlight. Elections are around the corner. And the prime minister just unveiled the ASPIRE programme. But amidst past disappointments and skepticism, how can leaders like him inspire others to embrace a new direction?

From a political point of view, the headlines are only to be expected. As such, ASPIRE hasn’t sparked much interest, except among the party faithful. Even though the contents of the programme reflect the wants of most Jamaicans, few are optimistic that this project will move the needle.

But is this simply a matter of bad timing? No-one is happy with our sluggish economy. Therefore, it’s hard to argue with the intent of the ASPIRE programme. We urgently require a jump-start. However, there are solid reasons why Jamaicans aren’t lining up to cheer the programme even though it’s exactly what we need. What can leaders of our organizations learn from the dilemma the Prime Minister faces?

The Weight of Past, Stale Visions

Every organization needs a vision to move forward. Leaders often want to jump right into a launch, the sooner the better. However, they sometimes make a critical mistake: attempting to leapfrog prior efforts. For example, when launching ASPIRE the PM skipped over both Vision 2030 Jamaica’s ongoing struggles and the failed 5-in-4 project. This isn’t his first attempt to rally our citizens to lofty economic growth objectives. In this context, like most leaders, he’s finding it challenging to move from one inspirational endeavor to another. Not that he shouldn’t try. The stakes are high, as many Jamaicans chase visas to migrate. The problem is that when you launch a new vision, you can’t simply ignore prior failures.

Bringing Closure

As a Carnival junkie in my early years, I benefited from some sage advice passed on to me from Trinidadian friends. “Don’t try to repeat last year’s experience.”

In other words, approach this festive occasion on its own terms. This bit of party-related wisdom is profound. We humans are best when freshly inspired in new situations, unrelated to prior successes or failures. However, what can a leader do to lead their staff effectively? Acknowledge success and failure. Each preceding effort is a combination of both facts. Enumerate evidence of both. Thank participants. Highlight stories of great accomplishment. Empathize with disappointments.

Describe lessons learned. Show the inherent value gained from crafting, following and partly fulfilling the earlier vision. Launch a new vision inside the context of old ones. Skilled communicators will even say that the new commitment is a result of feedback from past efforts. These are best practices for change management. They apply to leadership undertakings also because you, as a leader, want more than nodding interest. In fact, you are asking for discretionary resources: time, attention, energy and engagement. For example, Paul Bogle asked much of his St. Thomas followers of Stony Gut. They responded by taking maximal risks. Consequently, it cost over 500 lives while a greater number was whipped. Fortunately, we don’t confront such extreme hazards. But you shouldn’t be confused: your visionary leadership is about sacrifices others must make. In the face of prior disappointments, people are cautious.

Your New Strategy to Endure

In today’s world, followers demand more than lofty visions. They want to see a practical strategy for overcoming obstacles head-on, such as those which produced previous missteps. As they compare your words with the past results, they are confronted by:

- a logical dilemma. Why should this work when former projects failed? What new strategy will succeed this time?

- emotional confusion. I am disappointed. Does my leader take responsibility and empathize with my “once-bitten-twice-shy” feelings?

Unfortunately, leaders are forced in their jobs to envisage and recast the future repeatedly. Given the low hit rate on company-wide programmes, you run the risk of deepening cynicism with each attempt to reset. Skipping over the logical and emotional challenges doesn’t work. Instead, you must intervene. Your intervention may be as dramatic as Mandela’s was in South Africa. He came out of prison and immediately grabbed the spotlight with sober, conciliatory words which didn’t ignore or sugar-coat the worst atrocities. His vision of reconciliation helped forge a new nation for both victims and oppressors. Some leaders would argue that they are impatient for results. They think more force is needed. Make no mistake. There simply is no way to inspire people to great achievement by compulsion. To turn your vision into reality, address the past honestly, show empathy deeply, and rebuild trust. Only then can you galvanize others to sacrifices called for by a bold new future.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search his prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.